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PROJECT STAFF & TEAMS

PROJECT STAFF & TEAMS. General issues: getting the job done- on time, within budget, and according to specifications. Other responsibilities: Who’s in Charge & which management styles? The Perfect Project Staff Member: organizational & psychological commitment Working with people

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PROJECT STAFF & TEAMS

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  1. PROJECT STAFF & TEAMS • General issues: getting the job done- on time, within budget, and according to specifications. • Other responsibilities: Who’s in Charge & which management styles? The Perfect Project Staff Member: organizational & psychological commitment • Working with people • The Mayers-Briggs type indicator • Using a Personal Touch • Team Efficiency & Cohesiveness • Structuring Teams

  2. Working with people • Working Smart • Do Things Right the First Time (communication - reflection - undertakings) • Set Realistic Goals • Get Technically Competent People • Thomas-Kilman Conflict Mode Instrument, • FIRO-B Awareness Scale etc • Psychological Types (The Mayers-Briggs Type Indicators. Carl Jung 1923)

  3. The Mayers-Briggs Type Indicator • The Mayers-Briggs Type Indicator • The Extravert-Introvert Dimension • The Sensing-Intuition Dimension • The Thinking-Feeling Dimension • The Judging-Perceiving Dimension • Applying Psychological Type Theory to: • Select Staff; Diagnose the Roots of Conflict; Improve Relations with Staff; Self-Knowledge

  4. Using a Personal Touch • Be supportive • Be clear • Learn something about the team members • Celebrate special occasions • Be accessible

  5. Team efficiency & Cohesiveness • Team Efficiency: team performance that is actually achieved. • Matrix-Based Frictions (lack of direct control over staff and material Resources) • Poor Communication (end rather than means). • Nr of communication channels n(n-1)/2 • Information disease, garbage messages • Poor Integration

  6. Structuring Teams • Isomorphic Team Structure: • with project manager as integrator • Specialty Team Structure: • a variance of Matrix • Ego-less Team Structure: • high level of interaction. Western vs.. Japanese • Surgical Team Structure: • The surgeon define effectiveness. System integration.Needs a Surgeon and may end up with three bosses.

  7. Empowerment and team identify • Making the Team Tangible • Effective Use of Meetings • Collocation of Team Members • Creation of Team Name • Building a Reward system: • Letters of recommendation, public recognition for good work, job assignments, flexible work time, job-related perquisites, new equipments, recommendation for cash awards or bonuses. • Understanding Finance & Budgets

  8. Understanding Finance & Budgets: • Components of the Budget • Direct labour costs • Overheads: (rent, maintenance and utilities) are relatively fixed in relation to direct costs • Fringe benefits. • Auxiliary costs: travel expenses, consultant... • Management Reserve: unanticipated problems • 5 or 10% on projects with low level of certainty • Budget Control: • Variance analysis. Cumulative Cost Curve.

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